Vendor Governance Oversight Manager position has tasked me with develops and directs the resources to achieve the business plan as follows: Develop and manage a team of experts responsible for• Independent remote audits of third-party vendors• New vendor due diligence• On-boarding of new vendors• On going Risk evaluation of third-party vendors• Performance and contract oversight• Contract Negotiations and Procurement activities• Escalation support and management• Strategic Project Management Escalation support and management• Offshore and Onshore Operations Ensure full compliance from all parties with all firm, departmental, legal, regulatory requirements, ensuring the same for and from all business partners, contractors, and third-party vendors. Drives and delivers a risk positive environment. Active development of the operational capabilities and productivity of all direct reports and drives the development and productivity of all staff via Vendor counterparts, ensuring full and sustainable Vendor competency.Vendor Governance Strategic Implementation of third parties as needed to meet US Bank business requirements while adhering to the US Bank’s Risk, Controls, Audit and Compliance Guidelines. This role requires strategic interfacing with our Business Line, Technology and Legal partners to ensure expectations, contractual terms and technology requirements are accurately implemented. Project Management oversight to ensure reporting on the progress and milestones of key initiatives are communicated to all levels of leadership. This position leverages my strong background in Financial Services, Operational acumen, project management competencies and keen interpersonal skills for building and maintaining relationships.

CBB Vendor Management Strategic Initiatives and Solutions team. Develop and manage a team of experts responsible for:• Vendor identification for business solutions • New vendor due diligence• On-boarding of new vendors• On going Risk evaluation of third party vendors• Performance and contract oversight• Sustainability and business integration • Special Initiatives and strategic planning Ensure full compliance from all Vendors with the detailed requirements of all Engagement Letters, Contracts, and Service Level Agreements. Ensure full compliance from all parties with all firm, departmental, legal, regulatory requirements, ensuring the same for and from all business partners, contractors, and third party vendors. Drives and delivers a risk positive environment. Active development of the operational capabilities and productivity of all direct reports, and drives the development and productivity of all staff via Vendor counterparts, ensuring full and sustainable Vendor competency

Vendor Management Implementation Manager position has tasked me with managing the implementation of third parties as needed to meet US Bank business requirements while adhearing to the US Bank’s Risk, Controls, Audit and Compliance Guidelines. This role requires strategic interfacing with our Business Line, Technology and Legal partners to ensure expectations, contractual terms and technology requirements are accurately implemented. Project Management oversight to ensure reporting on the progress and milestones of key initiatives are communicated to all levels of leadership. This position leverages my strong background in Financial Services, Operational acumen, project management competencies and keen interpersonal skills for building and maintaining relationships.

Investor Relations Mortgage Manager position has tasked me with developing the department SharePoint site in addition to many other areas of focus that impact both US Bank and the relationship that is held between US Bank and it’s investors.Areas of focus: • Investor Alerts, Announcements, TOB’s, DOA’s and Variance’s – Ensuring that the Investor communications are effectively tracked, communicated to impacted business line partners and validation completed via risk and compliance partners.• Investor Demands - Ensuring that the Investor Demands are effectively tracked, communicated to impacted business line partners and strategy of either an appeal or completion is executed timely and within Investor expectations.• SharePoint Development – Building out Department SharePoint to track, monitor and communicate vital department initiatives, Investor communications/demands, contracts and giving team key resources to be able to complete daily functions.

RMDM Vendor Management Attorney/Non-Attorney Oversight Manager position has tasked me with develops and directs the resources of the RMDM Vendor Management Department to achieve the business plan as follows: Develop and manage a team of experts responsible for• Independent remote audits of third party vendors• New vendor due diligence• On-boarding of new vendors• On going Risk evaluation of third party vendors• Performance and contract oversight Ensure full compliance from all Vendors with the detailed requirements of all Engagement Letters, Contracts, and Service Level Agreements. Ensure full compliance from all parties with all firm, departmental, legal, regulatory requirements, ensuring the same for and from all business partners, contractors, and third party vendors. Drives and delivers a risk positive environment. Active development of the operational capabilities and productivity of all direct reports, and drives the development and productivity of all staff via Vendor counterparts, ensuring full and sustainable Vendor competency

Industry leading Caterpillar/Mitsubishi/Nissan/Doosan forklift dealership. Manage all aspects of field and shop service operations including but not limited to: technical support, managing service staff, managing departmental productivity and profitability, service department growth while maintaining high levels of customer satisfaction.Responsibilities include:- Supervision of mechanics- Supervision of service administrative staff- Conducting performance and wage reviews- Review of service work in process- Review of all work orders prior to invoicing- Dispatching of mechanics and truck driver- Equipment rental- Technical assistance- Customer visits

Overview:• $17 million Budget per location• 5 locations identified• Pro Forma Budget Consultation and Creation• Government Regulation Compliance and Permitting• Local Utility coordination• Vender Identification, Selection and Oversight• Growth through Education, Training and Excellent Customer ServiceDetailed Summary:Star CNG position has tasked me with infrastructure development, operational oversight, budgetary creation/compliance, feedstock route creation/oversight (Green Star Upcycling), procedural/regulatory compliance and both customer/municipality relations building and coordination. In the time I have been with Star Distributed Energy I am working on projects in Indiana, Missouri, Michigan, Ohio, Wisconsin and Minnesota. Also establishing many contacts and laying the foundation of many other growth opportunities. This opportunity has giving me insight with Natural Gas pipeline properties/distribution systems, CNG regulatory compliance, CNG auto-gas conversions, organic waste operations and Anaerobic Digesters.

Overview:• $75 Million in sales• 25 million gallons• 39 team members - multi levels of leadership and sales• 3 Managers and 2 salesmen• 18 locations• 50 vehicles• Northern Indiana• Products: Petroleum, Propane, Oils, Greases, Hydraulic Fluids, Parts and scans• Commercial, Agriculture and residential• Budget, Operational, Fleet, Inventory, Safety ComplianceDetailed Summary:The Region Manager position tasked me with operational oversight and success of 3 unattended fuel sites, 8 propane bulk plants with 9 propane routes, 6 liquid fuel plants, 11 liquid fuel routes, 8 service technicians, 2 managers and 2 Energy Sales Specialist. I supported the customer service center with 9 specialists and an office manager. The total budget covered in this responsibility was $75 million in sales from 25 million plus in total fuel and lubricant sales. My team had 5 winners that receive 8 performance and sales awards. My Energy Sales Specialist also won 2 performance awards which included the Top Energy Sales Specialist of the year and was promoted to Sales Director for NCC.

Overview:• $25 million in sales• 7.5 Million Gallons• 34 team members – multi levels of leadership and sales• 6 Manager and 1 Salesman• 9 locations• 4 states• Products: 20lb reseller, 33lb, Commercial, Agriculture and residential• Budget, Operational, Fleet, Inventory, Safety ComplianceDetailed Summary:The Region General Manager position with Inergy tasked me with several new challenges ranging from managing up to four fully functioning separate offices to taking on the 20lb operation covering four states, which includes over 1K customers and 1 million in annual gallons. Other responsibilities include but are not limited to managing 25-30 employees, delivering 7 million annual gallons of propane, Customer satisfaction, meanwhile balancing Inergy’s margin focused business model with employee morale and performance levels.

Overview:• $17 million in sales• 7 million Gallons• 36 team members – multi levels of leadership and sales • 4 Managers and 2 Salesmen• 7 locations• North western Indiana• Products: 33lb, Commercial, Agriculture and residential• Budget, Operational, Fleet, Inventory, Safety ComplianceDetailed Summary:The Service Center General Manager position with Ferrellgas tasked me with managing 35 employees spread across 7 locations in Northwest Indiana delivering 4.5 million gallons of LPG per year. Ensuring Budgeted goals and team performances remain at high levels meanwhile addressing a demanding range of customer needs and expectations. Managing a quick pace, high information flowing environment where time management was imperative and employee relations crucial to long term accomplishments.

The Service Manager position with VDC/Cintas tasked me with providing excellent customer service; contributing in growth of the corporation by generating new sales along with current customer retention, managing budgeted goals and negotiating contractual terms and conditions with new and existing customers. Responsibilities primarily focused on providing resolution management to customer situations and complaints. Other duties included, but were not limited to, management of the route group, evaluations, training of service partners, and fleet coordination with DOT and maintenance standards.

The CCSII management position tasked me with overseeing the daily operational functions for Fort Wayne and surrounding area. These operations included, but were not limited to, managing the following: Personnel needs, Customer needs, Fleet coordination, Facility upkeep, Volume Flow, Routing structures and the Financial budgeting for the FWA service area. During my tenure, I started as a PT Driver in 1998. Then I took a promotion in 2000 to become the PM Lead positioning myself for further opportunities. In the fall of 2000, I accepted the position of City Service Manager for the FWA location at which time the FWA Service Center increased its overall performance levels from 99.87% effective to goals in 2000. To the highest in 2003 at 126.72%, stats based on DHL’s TSM and KPI indicators. The station also increased revenue by 125.28% over 2002’s performance. This included the reduction of the stations Variable Controllable Cost of 11% per unit boosting the FWA Service Center Contribution in 2003.